In response to last year’s congressional request, USAID/OIG reviewed “USAID’s process in developing its reform plans and its compliance with congressional notification requirements.” We believe this is the first official accounting available on what transpired during Tillerson’s Redesign project, but primarily on the USAID side. We’re looking forward to State/OIG’s review of the project on its side.

The March 8, 2018 USAID/OIG report titled “USAID’s Redesign Efforts Have Shifted Over Time” was publicly posted on March 9, 2018. This report was originally marked “Sensitive But Unclassified (SBU)” and when publicly released, some of the appendices were redacted apparently at the assertion of the State Department and USAID that these be withheld from public view (see Appendix D, E and F. “USAID and the State Department have asserted that these appendixes should be withheld from public release in their entirety under exemption (b)(5) of the Freedom of Information Act, 5 U.S.C. 552(b)(5). OIG has marked this material SBU in accordance with 22 CFR 212.7(c)(2), which states that the originator of a record is best able to make a determination regarding whether information in that record should be withheld”).

USAID/OIG’s task was to determine (1) how USAID developed its redesign plans pursuant to Executive Order 13781, which were addressed by describing both the events and actions taken by USAID to develop its reform plans and the assessments of USAID’s actions by those involved in the process, and (2) whether USAID complied to date with fiscal year 2017 appropriation requirements.

USAID/OIG interviewed 42 officials from across USAID. Interviewees included USAID employees from the Administrator’s Office, members of the Transformation Task Team, employees across every bureau and independent office, and overseas mission directors. The report says that these individuals were selected because of their knowledge of specific portions of the redesign process. There was also a survey that includes all 83 USAID mission directors worldwide (27 of whom responded). USAID/OIG also interviewed six senior officials from the State Department involved in the joint redesign process “to corroborate USAID testimony and portray a more balanced, objective sequence of events leading to the reform plan submissions.”

USAID/OIG’s conclusion:

“Results of our point-in-time review indicate good intentions by USAID as well as the State Department. However, USAID’s limited involvement in the design of the listening survey, uncertainty about redesign direction and end goals, and disagreement and limited transparency on decisions related to the consolidation of functions and services raise questions about what has been achieved thus far and what is deemed actionable. Given the concerns raised by USAID personnel, transparency—as well as compliance with congressional notification requirements—could prove challenging as redesign plans turn into actions.”

The State Department was reported to have brought around 200 people into the process.

According to work stream leaders, the State Department’s initial guidance for the teams was to “think big” with “no guardrails,” but the lack of boundaries and explicit goals hindered progress. The looming question of whether USAID would merge into the State Department not only distracted teams but further confused the direction of the redesign process.

The initial lack of direction was viewed as a hindrance by representatives from all work streams.

Participants described the joint redesign process as “ad hoc.” Interviewees from both the State Department and USAID noted instances when leaders of the joint process seemed unsure of the next steps. For example, a senior State Department official involved in coleading a work stream said there was not a lot of preparation, and the work streams did not know what the final products would be.

Joint disjointed efforts and disagreements

USAID shared its supplemental plan with the State Department days before the OMB deadline. A senior State Department official stated that the State Department was not pleased with the supplemental plan, noting that some of USAID’s proposals should have been developed through the joint process. The State Department asked USAID to remove some of its proposals relating to humanitarian assistance, foreign policy, and strategic international financing because State Department’s decisions regarding these areas had not been finalized. In the end, the supplemental plan USAID submitted to OMB contained 15 proposals (appendix E), while the version previously submitted to the State Department had 21. The six removed supplemental proposals are shown in appendix F. A senior USAID official noted, however, that USAID let OMB know what the filtered and unfiltered supplemental plan looked like.

Interviewees from the work streams and various leadership positions noted disagreement on decisions related to consolidation of USAID and State Department functions and services. Members from the work streams at all levels stated that the ESC—tasked to resolve disagreements within the work streams—rarely did so and was often unable to reach consensus on major issues such as the consolidation of IT and management services, or how to divide humanitarian assistance and funding decisions between the State Department and USAID.

Even after some decisions were thought to have been made, USAID officials reported instances when the State Department would revisit the decisions, forcing USAID to defend what was already considered resolved. This rethinking of decisions led a number of interviewees from both USAID and the State Department to wonder whether there were strong advocates for consolidation of services within the State Department.

Officials familiar with ESC [Executive Steering Committee] also noted that the committee lacked a formal process to resolve disagreements, and opinions were often split along State Department and USAID lines. As a result, some decisions on consolidation were left on hold and remain undecided.

USAID not part of listening survey decision

According to a top USAID official, the decision to administer a survey was made by the State Department alone, and USAID had little say as to whether it should participate or how the survey would be administered. USAID was not part of the contracting process with Insigniam and was brought in after most of the details were decided. The week following the issuance of OMB’s memorandum guidance, Insigniam engaged State Department and USAID officials to provide input into developing the listening survey questions but gave them less than 2 business days to provide feedback. A small group of senior USAID officials worked over the weekend to compile suggestions and submitted it by the requested deadline. Despite this effort, USAID officials did not feel their input was sufficiently incorporated into the survey.

Questions about data integrity

Questions of data integrity were raised, including projected cost savings of $5 billion that would be realized with the proposed reforms—projections several USAID officials characterized as unrealistic. For example, one senior USAID official stated that the contractor responsible for compiling work stream data did not adequately understand USAID and State Department processes before applying assumptions.

The data and analysis behind the listening survey were also closely held. USAID officials reported requesting and being denied access to the complete, “raw” survey data, which is owned by the State Department. Some interviewees noted that without access to data, it would be difficult to interpret the magnitude of some of the issues identified in the listening survey.

This concern with data integrity was consistent throughout our interviews. For example, a senior USAID official stated that Deloitte—who was compiling data for work stream decision making—did not obtain an adequate understanding of processes before applying assumptions to them. Other work stream participants said that because data came from different systems in USAID and the State Department, it was difficult to accurately compare scenarios between agencies. According to several interviewees familiar with the data, the process had poor quality assurance. For example, documents were kept on a shared server with no version control. Moreover, interviewees noted that much of the decision-making information for the work streams was “experiential”—based on the backgrounds of people in the subgroup rather than hard data.

In addition, interviewees from both the State Department and USAID questioned Insigniam’s recommendation to move the State Department’s Bureau of Consular Affairs to the Department of Homeland Security—a recommendation some claimed was unlikely to have been based on data from the listening survey. This prompted a number of those involved in the reform process to question how survey input had been processed and the validity of the rest of Insigniam’s takeaways.

(NOTE: A source previously informed us that only 5-6 individuals have access to the raw data; and that the survey data is in a proprietary system run by Insigniam. Data collected paid for by taxpayer money is in a proprietary system. We were also told that if we want the data, we have to make an FOIA request to the Transformation Management Office, but our source doubts that State will just hand over the data).

Concerns about inclusiveness and transparency

A number of interviewees, including some mission directors and heads of bureaus and independent offices, felt the redesign process was not only exclusive, but also lacked transparency. According to senior USAID staff, OMB instructed the Agency to keep a close hold on the details of the redesign. While some mission directors noted that biweekly calls with bureau leadership, agency announcements, and direct outreach kept them informed of the redesign process as it occurred, field-based officials expressed dismay and disillusionment with what seemed to be a headquarters-focused process.

Mission closures and congressional notifications

[W]hile mission closings remain under consideration, some actions taken by USAID raised questions about compliance with notification requirements to Congress. To meet the congressional notification requirement, USAID must notify the Committees on Appropriations before closing a mission or reorganizing an office. The Consolidated Appropriations Act of 2017, Section 7034, requires congressional notification “prior to implementing any reorganization of the Department of State or the United States Agency for International Development, including any action taken pursuant to the March 31, 2017, Executive Order 13781.”

Specific mention of USAID’s offices in Albania, India, and Jamaica as candidates for the chopping block.

Non-notification and violation of FY2017 appropriations legislation

In the case of USAID/RDMA [Regional Development Mission for Asia], our analyses of USAID’s actions were less conclusive and raised questions about compliance with notification requirements to Congress. On August 17, 2017, the Acting Deputy Administrator requested from the Asia Bureau and USAID/RDMA a closure plan for the regional mission. The closure plan would outline the timing, funding, and staff reductions for a 2019 closure date. It was noted that the closure plan was for discussion purposes only, and USAID leadership would consult with the State Department to ensure that any future decisions would be in line with overall U.S. foreign assistance and foreign policy strategy.

[O]n August 18, 2017, the Agency removed six Foreign Service Officer Bangkok positions from a previously announced bid list. The Agency also informed the U.S. Embassy Bangkok, counterparts in the State Department’s East Asia/Pacific Bureau, and USAID leadership in the Bureaus of Democracy, Conflict, and Humanitarian Assistance and Global Health of a planned closure of USAID/RDMA’s activities. USAID leadership noted that they were given until the end of 2019 to complete the actual phaseout. Our best assessment is that the totality of the Agency’s actions relating to USAID/RDMA— without notifying Congress—violated the spirit of the FY 2017 appropriations legislation. 13

Aspirational savings of $5 to $10 Billion: not based on analysis, “came out of nowhere”

According to the joint plan, the proposed reforms would yield $5 billion in savings (link inserted) over a 5-year period; however, this amount did not factor the investment costs of $2.8 billion over that same period, which would result in net savings of $2.2 billion. These projections were characterized as unrealistic by several USAID officials. A senior USAID official involved in reviewing data stated that the $5 billion projection was unrealistic given the process used by the State Department and USAID to gather and analyze information. The official stated that the State Department’s reported aspirational savings of $10 billion was not based on analysis, but rather “came out of nowhere.”

State/OIG has issued a Management Assistance Report sounding the alarm over the fire alarm system at the U.S. Embassy in Kabul. We should hope that no fire breaks out at post before March 2019. But do staffers need to sleep with buckets of sand next to their doors?

During the course of an audit of Bureau of Overseas Buildings Operations (OBO) construction projects at the U.S. Embassy in Kabul, Afghanistan, the Office of Inspector General (OIG) was alerted to potential risks to personnel and property due to the improper installation of the embassy’s fire alarm system. OIG concluded that the system was, in fact, improperly installed and did present safety risks. OIG is therefore issuing this Management Assistance Report to prompt immediate action to address the identified deficiencies.

OBO and the Bureau of Administration have undertaken a major office and residential expansion at the U.S. Embassy in Kabul. As part of this expansion, in June 2010, the bureaus contracted with Caddell Construction, Inc. (Caddell), to build a number of new facilities at the embassy. These facilities include residential and office buildings, warehouses, parking and vehicle maintenance facilities, power plants, perimeter walls, guard towers, and compound access control facilities. Caddell is required to install fire alarm systems in each of the new buildings throughout the compound as part of its contract.

Fire alarm control panels installed in 23 buildings on the embassy compound are key components of the fire alarm system. Fire alarm control panels monitor and control each fire alarm-initiating and signaling device through microprocessors and system software. Fire alarm control panels are connected throughout the embassy compound via fiber optic cables that transmit data between each building and to Post One, a communications center staffed by Marine Security Guards. The Marine Security Guards at Post One are on duty 7 days a week, 24 hours a day and are responsible for ensuring that communications are routed to appropriate responders during emergencies or security threats. When a fire emergency occurs at any building on the embassy compound, Post One is alerted through the network of fire alarm control panels. Post One, in turn, alerts the embassy fire department and other emergency response personnel.

In July 2017, the embassy’s principal operations and maintenance (O&M) contractor, PAE Government Services (PAE), discovered that underground fiber optic cables on the west side of the embassy compound were accidentally cut by a construction worker. As a consequence of the damage to the fiber optic cables, fire alarm control panels in eight buildings could not transmit data to Post One for more than 6 months. After completion of OIG’s fieldwork in January 2018, OIG shared its findings with OBO officials. In response, embassy facility managers took steps to repair the damaged fiber optic cables and restored connectivity between the affected buildings and Post One.

OIG also found that the existing fiber optic cable network does not have a separate redundant path as required by Section 12.3.7 of the National Fire Protection Association (NFPA 72) code.1

According to NFPA, a redundant path helps ensure the network’s continued functionality if one of the cables is damaged. Without a redundant path, damage in one location can render sections of the network inoperable. Additionally, OIG found that seven fire alarm control panels on the east side of the embassy compound are not connected to Post One. Rather, these seven control panels are on a separate network connected to a guard post staffed by contractor security guards on the east side of the compound. Engineers in OBO’s Office of Fire Protection told PAE that this configuration is inconsistent with OBO standards and that ideally all fire alarm control panels on the embassy compound should be connected to the Post One communications center.

According to OBO officials, because the fiber optic cable network is part of a larger project involving the construction of multiple buildings and facilities, there is no requirement to install a redundant path until the end of the entire construction project, which is currently scheduled to be completed in March 2019. Furthermore, according to OBO officials, because the seven fire alarm control panels on the east side of the embassy compound are in temporary structures, there is likewise no requirement that those structures be connected to Post One. Notwithstanding OBO’s position, OIG made two recommendations to Embassy Kabul, in coordination with OBO, to take immediate actions to correct the identified deficiencies because they pose potential risks to the safety of embassy personnel and property.

According to a recent fedbiz announcement, the Office of Resource Management at the Bureau of International Narcotics, and Law Enforcement Affairs (INL/RM) is seeking a Personal Services Contractor who will be the bureau’s “Foreign Service Assignments Officer.” The contract is for one year with four option years.

So State is going to use contractors for assignments officers now?

We can’t recall Foreign Service Assignments Officer as contractors before. Is it far fetched to think of this as a glimpse of the future in Foggy Bottom? CRS report from 2014 notes that OMB Circular A-76 distinguishes between the exercise of discretion per se, which it says does not make a function inherently governmental, and the exercise of “substantial discretion,” which it says makes a function inherently governmental.

And if the Foreign Service Assignments Officer position is deemed a commercial activity, that is, an activity not so intimately related to the public interest as to mandate performance by government personnel” (see CRS link to inherently government function below) how long before all bureau assignments officer are converted to PSC positions with one year contracts and four year options?

Update: We just got a note telling us that the INL Foreign Service Assignments officer has been a PSC since at least 2010. And that this position “serves in an advisory capacity, ensuring that INL’s program offices and front office understand HR rules and processes,and assists with how the offices conduct the FS assignments process within INL.” This position reportedly “makes no decisions, sets no policy, very non-governmental.” Also that most bureaus do not have the PSC hiring authority, “so it’s quite unlikely that the function in other bureaus will be moving to contractors any time soon.”

About INL: The Bureau has overall responsibility for the development, supervision, and implementation of international narcotics control assistance activities and for international criminal justice issues for the Department of State. The Foreign Service Assignments Officer (FSAO) will perform duties related to both domestic and foreign assignments, and will supplement existing staff during times of heavy workload, when staff shortages occur, or when expertise is required for specific projects.

About FSAO: The FSAO receives administrative direction from the Administrative Officer, but acts with a high degree of independence in planning, scheduling, and completing work, within the framework of delegated authority. Many assignments are self-initiated based on the FSAO’s assessment of post requirements and the means to meet them. As the primary liaison with post personnel, regional bureau staff, and office of Career Development and Assignments (HR/CDA) in the Bureau of Human Resources (HR), the FSAO has broad latitude in coordinating work efforts, and plays a key role in ensuring that posts operate effectively and in compliance with relevant regulations.

The FSAO uses a high degree of expertise and independent judgment in developing, consulting, coordinating, and executing programs to achieve compliance with legal and regulatory requirements and organizational goals and objectives, and resolves all but the most complex and sensitive issues. Recommendations and decisions are assumed to be technically accurate, and work is reviewed in terms of the overall effectiveness of the efforts by management within INL/RM as well as by program office staff, post officials, and others who rely on the FSAO’s advice and support.

The announcement says that the purposes of the work “are to collaborate with management in the Department in providing prompt and effective administrative support of the assignment of FS personnel domestically and at INL positions at posts; support INL missions at posts in engaging their administrative and personnel resources as effectively as possible; liaise with relevant Bureaus and USG agencies to ensure that INL’s best interests are protected; and ensure that administrative and substantive policies are mutually compatible.”

SOLICITATION NUMBER: PSC-18-016-INL

ISSUANCE DATE: 03/13/2018

CLOSING DATE: 03/27/2018

TIME SPECIFIED FOR RECEIPT OF APPLICATIONS: 3:00 PM, EST

POSITION TITLE: INL Foreign Service Assignments Officer

MARKET VALUE: $114,590 – $148,967 (GS-14 Equivalent)

PERIOD OF PERFORMANCE: One year from date of award, with four optional years

PLACE OF PERFORMANCE: Washington, DC

Duties and Responsibilities:

 Manages the Foreign Service Assignments process, providing expert advice and guidance to senior Bureau managers on all aspects of Foreign Service position management, recruitment, assignment, and evaluation.

 Counsels Foreign Service staff on all assignment related questions and provides support and guidance to those individuals who have been offered positions within the Bureau.

 Coordinates all FS issues with the appropriate offices within the Bureau of Human Resources, e.g., HR/CDA and HR/PE, resolving issues pertaining to FS assignments and performance, and recommends ways to improve or streamline the process.

 Oversees suggestion and award, quality, and or productivity programs related to these activities. Analyzes and evaluates, on a quantitative or qualitative basis, the effectiveness of programs or operations in meeting established goals and objectives.

 Liaises with colleagues and professional contacts in other bureaus whose work and role are relevant to supporting INL, including but not limited to Diplomatic Security, the Office of Medical Services, HR/CDA, the Family Liaison Office, the Office of Foreign Missions, Office of Allowances, and others as required.

 Analyzes administrative processes and/or agency programs for the Executive Director, with particular emphasis on management and implementation of an effective program in meeting Foreign Service human resources goals and objectives for the Bureau and its worldwide operations.

 Identifies problem areas and opportunities for improvement and provides fully staffed recommendations to management, including the Assistant Secretary and Deputy Assistant Secretaries. This encompasses issues such as streamlining processes, assessing the feasibility of automated systems for meeting the Bureau’s HR responsibilities, standardizing operations, or collaborating with other organizations on mutual responsibilities, improved management practices or the impact of new or proposed legislation or regulations on HR programs.

 Communicates with colleagues, agency management, and other contacts outside the agency to gather and analyze information about these agency processes and programs.

The Financial Times calls it London’s first new moated building since the medieval era. After project planning and construction that spanned about a decade, the New London Embassy is set to open shortly. The new compound is reportedly buffered by an 8 ft-deep, crescent-shaped moat, and set back from surrounding roads by 100 ft per security requirements. The Guardian says its “concrete bulwarks come disguised as earthworks, and its anti-truck bollards are fig-leafed with hedges.”

The New London Embassy project was announced on October 2, 2008 by Bush appointee, Ambassador Robert Tuttle:

Meeting the challenge of providing a modern, open and secure American diplomatic facility in London, the U.S. State Department today signed a conditional agreement with the real estate developer Ballymore to acquire a site in the Nine Elms Opportunity Area in Wandsworth for the construction of a new Embassy.

“This has been a long and careful process,” said Ambassador Robert Tuttle, who has led the search for a new site. “We looked at all our options, including renovation of our current building on Grosvenor Square. In the end, we realized that the goal of a modern, secure and environmentally sustainable Embassy could best be met by constructing a new facility. I’m excited about America playing a role in the regeneration of the South Bank of London.”

The ground breaking for the New London Embassy did not occur until November 2013 under second term Obama Ambassador to the United Kingdom Matthew Barzun.

President Trump’s new political ambassador to London, Ambassador Woody Johnson said that the new embassy represented “a signal to the world that this special relationship that we have is stronger and is going to grow and get better.” The Telegraph also quoted Ambassador Johnson, who owns the New York Jets, saying that the price tag was a “bargain” compared to the $1.6B stadium built for his team in New Jersey.

Donald Trump visit to London called off amid fears of mass protests.. President will not now open new US embassy next month, with secretary of state Rex Tillerson likely to take his place, by @GuardianHeatherhttps://t.co/8236qRPmCG

Reason I canceled my trip to London is that I am not a big fan of the Obama Administration having sold perhaps the best located and finest embassy in London for “peanuts,” only to build a new one in an off location for 1.2 billion dollars. Bad deal. Wanted me to cut ribbon-NO!

Actually: US embassy in London, an early Eero Saarinen, was given protected status by English Heritage and so no changes could be made, reducing its price. New embassy was deemed necessary for security–to protect US diplomats https://t.co/1OgIdkuSkl

According to OBO, it received 136 total submissions for the design services IDIQ solicitation and 26 firms were shortlisted to provide technical team submissions and make presentations to OBO. “The final 16 selected firms presented the most highly qualified technical teams and demonstrated exemplary past performance, strong management and project delivery experience, a well-defined approach to public architecture, and a commitment to sustainability and integrated design.”

We previously blogged about this case in 2014 (see U.S. Nabs Ahmed Abu Khatallah, Suspected Key Figure in 2012 Benghazi Attack). On November 28, DOJ announced that Ahmed Abu Khatallah, aka Ahmed Mukatallah, 46, a Libyan national, was found guilty by a jury of federal terrorism charges and other offenses stemming from the Sept. 11, 2012 terrorist attack on the U.S. Special Mission in Benghazi, Libya. Ambassador J. Christopher Stevens and U.S. government personnel Sean Smith, Tyrone Woods and Glen Doherty died in the attack at the Mission and the nearby Annex in Benghazi.

We have not seen an official statement from Tillerson’s State Department as of this writing. We will update this when it becomes available.

Ahmed Abu Khatallah Found Guilty of Terrorism Charges in September 2012 Attack in Benghazi, Libya https://t.co/vvyX0omnfE

In a message to the CIA workforce, Director Mike Pompeo responds to the verdict in the Ahmed Abu Khattala trial. The Libyan militia leader was convicted on terrorism charges in the 2012 Benghazi attack, but acquitted of multiple counts of murder. pic.twitter.com/dD0OtSEVyE

Today’s verdict in the trial of Ahmed Abu Khattala demonstrates that we will spare no effort to ensure that justice is served for Ambassador Chris Stevens, Glen Doherty, Sean Smith, and Tyrone Woods, dedicated Americans and public servants. #Benghazi#Libya

Mixed verdict in Abu Khattala trial. Convicted of four counts, including providing material support and resources to terrorism, but acquitted of 14, including the murder of Ambassador Chris Stevens and three other Americans. https://t.co/K4IiwZMiPs

Related to State/OBO, Moss Cape LLC, an Alaskan Tribal 8(a) Certified Entity with corporate headquarters in Anchorage Alaska is currently seeking a Public Relations Consultant for the State Department’s Overseas Building Operations (OBO) Ideal Operational State (IOS) public relations initiatives. The job announcement is posted at the mosscape website as well as on Simply Hired and Indeed.

This PR consultant has some interesting responsibilities that include “Support the Organization and Transformation Advisor in developing a strategic PR/Communications schedule” and “Create thought leadership materials to include leveraging creative tools (i.e. Foreign Service Institute) for delivery of communications” among other things.

Why does OBO, the overseas buildings arm of the State Department have “public relations initiatives” and why does it need a PR consultant to “create thought leadership materials” for the Foreign Service Institute?

According to a March 2017 GAO report OBO recently established an initiative—termed the Ideal Operational State—to explore long-term ways to centralize and standardize data collection across OBO’s operations.

According to OBO officials, this Excellence-related initiative is intended to provide a long-term data solution that will allow for better program management across OBO’s business activities as well as better tracking of project metrics such as cost and schedule performance. The study group tasked with assessing OBO’s current information technology systems and potential market alternatives held a kickoff in May 2016 and, after a series of working sessions and vendor evaluations, recommended a series of actions to OBO’s senior management, including an upgrade and modification of existing OBO management software. OBO management approved action on these recommendations in October 2016.

For those interested, the job announcement is posted below:

Responsible for Overseas Building Operations (OBO) Ideal Operational State (IOS) public relations initiatives. Creates, manages, and implements PR campaigns with the goal of enriching the IOS Program’s position in the eyes of external and internal stakeholders. Maintains strong relationships with the client and key stakeholders. Will effectively disseminate and communicate the program mission, policies and goals to the entire organization. Will inform the organization of all initiatives, processes, and outcomes relating to the program, in such a way as to create interest, acceptance, and engagement.

Responsibilities

Plan and direct public relations initiative, designed to create and maintain a favorable public image for the client and the IOS program

Support the Organization and Transformation Advisor in developing a strategic PR/Communications schedule to be rolled up into a larger Integrated Master Schedule Coordinate scheduling and logistics w/ internal and external clients, as needed

Coordinate conference, trade shows, and press interviews

Develop content for the IOS Program’s website to attract more traffic and increase stakeholder engagement and interest; Recommend, implement and maintain site design and operation

Work with the IOS team for timely and useable content submissions

Copyedit, proofread, and revise communications

Design and launch email marketing campaigns

Plan pre-training communications rollout in anticipation of the execution of the training program

Promote IOS program successes and services through public relations initiatives

It looks like that presentation document was expanded and was used to brief the aides at the Senate Foreign Relations Committee on November 9. Politico’s Nahal Toosi posted the briefing document here crammed with corporate buzz phrases. Oh, where do we start? Maybe the corporate B.S. generator helpfully pointed out to us on social media?

Slide 2 is labeled Overview of the DOS/USAID Redesign / Culture Change. It asks “What is Redesign?” and has the four bullet points with lots of words, but short on the how. Or the why for that matter. What kind of cultural change does this redesign envision? What is the current organizational culture, what’s wrong with it, and why is this new culture better? We don’t know because it doesn’t say on the overview. We do know that the SFRC bosses were not satisfied with the briefing given to the staffers.

A third point says “Equipping us to be the U.S. government’s agency leader in foreign policy and development over the next forty years.”

Lordy, who wrote these slides? Also folks, why forty years? That’ll be 2057, what’s the significance there? Or are they talking forty years in biblical time as in Numbers 32:13: “The Lord’s anger burned against Israel and he made them wander in the wilderness forty years, until the whole generation of those who had done evil in his sight was gone.”